Strategic Planning Process

Strategic Planning Process

Strategic Planning Module Research Questions

1. Why me?2. What are the Design Specs?3. How do I “Think inside the box?” 4. What does planning look like? 5. What are the Gems of Wisdom? 6. How does this really work?

Why me?

or “How do the guides to action and

lists assist in individual projects?”

Sound Familiar

• Lack of Communication with internal and external customers. 6,6,1,5=72

• Denial there is need of change and when recognized no follow through. 7,5=24

• Lack of priorities. 6,7=20)

• Lack of infrastructure and planning and communication between N. Y. and Chattanooga and L. A. and Paris. 4,6=20

Guided Problem Solving

Traditional PlanningResults: Limited Progress

Participative Planning Process: Focused Progress

Typical vs Performance Planning Improvement

Planning• Formal

• Focus on Plan

• Budget Driven

Top management & their consultants

• Structured but less formal

• Focus on plan & process

• Plan drives budget

• Involvement at all levels of management

Project Integration Management

Company Planning

VisionMissionGuiding PrinciplesStrategic ObjectivesTactical ObjectivesAction Plans

Personal Planning

VisionGuiding Principles5 year plan objectives

PROJECTS

Research QuestionWhat are the Design Specs?

Or There are tons of models;

which one do I use?

Strategic Planning Desired Outcomes

• Generation of ownership for the plan

• Integration & coordination of ongoing improvement activities

• Timely completion & distribution of the plan

Strategic Planning Desired Outcomes

• Effective improvement of the organization

• Improved collective understanding of the organization

• Develop managers to take strategic business view

Strategic Planning Guiding Principles

• The process by which you plan is as important as the plan itself

• Those who must implement must be involved

• Top management involvement = precondition for success

Strategic Planning Design Specifications

• Taps entire wisdom of team

• Efficiently uses team’s time

• Structured but not overly formal

• Begin with “Vision” but contains “Monday Morning” action items

Strategic PlanningHow do I “Think inside the box?”

OrHow do I integrate and avoid

flavor of the month?

Think Inside the Box

Strategic Planning Model

PLAN DO

CHECKACT

OrganizationalSystems Analysis1

PlanningAssumptions2

Performance Improvement Obj3

Tactical Objectives4

Project Planning5

Project Management6 Measurement &

Evaluation7

Tracking & Control8Key Performance Indicators

Key Performance Indicators

Key Performance Indicators

Recycle

Sink 1989

Strategic Planning Process

Operating Plan

Need Assessment

Community Board

Dean’s Council

President’s Cabinet

Business Plan

Marketing Action

Recruitment Action

Curriculum Production Action

Design Team(s)

Registration &Enrollment Action

Advisement &Retention Action

Institutional Effectiveness

ResourceDevelopment

VALUES OF THE PROCESS

DesignTeam

Charter

Career Planning & Counseling Action

Strategic Planning Model

PLAN DO

STUDY orCHECKACT

Plan, Do, Study, Act Cycle

PSD

AIMPROVEMENT

PSD

A

Concept

Current Situation

Vision

Contextual Critical Thinking Skills

Technology Skills

Job SkillsPSD

A

PSD

A

SP MPBP OP

Another look at PDSA

Bumps in the Road

Your

Organization

Thinking Inside the Box

Strategic PlanningWhat does planning look like?

Or Let’s go through a “model”

OrganizationalSystems Analysis1

PlanningAssumptions2

Performance Improvement Obj3

Tactical Objectives4

Project Planning5

Project Management6 Measurement &

Evaluation7

Tracking & Control8Key Performance Indicators

Key Performance Indicators

Key Performance Indicators

Recycle

Sink 1989

Strategic Planning Process

Strategic Management Process

1. Organizational Systems Analysis

2. Planning Assumptions- Probability of Assumptions and Constraints

3. Strategic Objectives- 5 years to realize Vision

4. Tactical Objectives- 12 months to realize Strategic and Vision

Strategic Management Process

5. Project Planning

6. Project Management

7. Measurement & Evaluation

8. Tracking & Control

1. Organizational Systems Analysis

Purpose• Prepare team for planning• Improve collective

understanding• Open team minds

1. Organizational Systems Analysis

• Vision-Articulated picture of the future

• Guiding Principles- Underlying values and beliefs

• Mission- Statement of organizational purpose

• Input/Output Analysis- Systems Boundary View

1. Organizational Systems Analysis

• Internal Strategic Analysis-Identification of strengths and weaknesses

• Current Performance Levels- Formal examination of performance

• Roadblocks - Impediments to excellence

• External Strategic Analysis-Identification of opportunities, threats, trends, and problems

CROPIS Analysis Identifies

• Customers• Requirements/Desired Outcomes• Outputs• Processes• Inputs• Suppliers

Strategic PlanningDoes planning work?

Or Let’s go through an

“example”

Five Year Cycle1995-2000

FiveYear Cycle2005- 2010

FiveYear Cycle2000-2004

Strategic Planning

1998

1996

1997

1999

2003

2001

2002

2004

1995

Strategic GoalsMarketing PlanOperating PlanAction Plan

Strategic GoalsMarketing PlanOperating PlanAction Plan

2005

2006

2007

Strategic Plan – 5 Year CycleStrategic Goals – Annual RecycleMarketing Plan – Annual Recycle Operating Plan - ContinuousAction Plan - Continuous

2000

Strategic GoalsMarketing InitiativeOperating PlanAction Plan

1994

CampusSystems Analysis1

Divisional PlanningAssumptions2

Strategic Goals3

Tactical Objectives4

Action Plans5

Project Management6 Measurement7

Institutional EffectivenessFunctional

Assessment & Control8

Action PlanCriteria

ObjectiveCriteria

GoalCriteria

Adopted from Sink 1989

Annual Strategic Planning Process July 1999

Higher Education Planning ProcessHow it Operates

CampusSystems Analysis1

Divisional PlanningAssumptions2

Strategic Goals3

Annual Review of Strategic &

Marketing Plan

Operating Plan

Marketing Plan

Inputs

State Planning Initiatives 5 year

cycle•Division Planning Assumptions

•Division Mission 5 year cycles

•Interactive Convocation

•Faculty, Staff, Student Focus Groups and Threaded Discussions

•Governance Committees

•Faculty/Staff Goals

•Advisory Boards

•Internal Audits

•Student Outcomes

Operating Plan : Two Portrayals

Tactical Objectives4

Action Plans5

Project Management6

As an integrated part of strategic planning…

Institutional EffectivenessFunctional

Assessment & Control8

… and as a process

Need Assessment

Community, Faculty, Staff

Appropriate VP

President’s Cabinet

ImplementationPlan

Recruitment Action

Curriculum Production Action

Registration &Enrollment Action

Advisement &Retention Action

Institutional EffectivenessFunctional Assessment,

Control &Institutional Research

ResourceDevelopment

Campus VALUES

Action Plan

Career Planning & Counseling Action

Marketing Action

Project Management

Design Team

Tactical Objective

Feb 1999

How it is evaluated and use of feedback

Measurement7

Action PlanCriteria

ObjectiveCriteria

GoalCriteria

Recycle

Institutional EffectivenessFunctional

Assessment& Control8

Long Range Evaluation

Strategic Goals3 Goal Criteria

Measurement Criteria are designed for each Strategic Goal.

Annual Evaluation

Tactical Objectives4 ObjectiveCriteria

Shorter term (12 months or less) Measurement Criteria are designed and

collected at this step.

Continuous Evaluation

Action Plan5 Action PlanCriteria

Each project Action Plan requires a set of Measurement Criteria that will be utilized for measuring project success and continuously improving the process for the next project.

Annual Recycle

Project Management6

Recycle

Measurement7

Action Plan Criteria

Objective Criteria

GoalCriteria

All measures are fed back into the planning process for use at the recycle

Institutional EffectivenessFunctional

Assessment & Control8

CampusSystems Analysis1

Project Integration Management

Company PlanningVisionMissionGuiding PrinciplesStrategic ObjectivesTactical ObjectivesAction Plans

Personal Planning

VisionGuiding Principles5 year plan objectives

PROJECTS

Feedback Systems

• How do I fit in?

• What do I do Monday Morning?

Individual Strategic Plan• SEE Time Management

Design Team Charter• Team Composition

• Tasking Statement

• Deadline

• Resources for Design

Strategic Planning: What are the Gems of Wisdom?

OrLessons Learned

Gems of Wisdom• One cannot manage what cannot be

measured

• Measure to Improve

• Focus on support for performance improvement

• Identify strong forces pushing organizational change

Additional Gems of Wisdom

• Push decision making to lowest appropriate level

• Identify your New Competition

• Avoid Quick Fixes

• Design Processes

• Don’t slap latest tool on poor process

• Compare against New Competition

Yet more gems• Create sense of shared purpose

• Measurement & evaluation is constantly evolving

• Link measurement to strategy

• Minimize measurement for control purposes

• You get what you measure

The Response• Separate measurement from

evaluation

• Develop a blue print for strategic planning

Strategic Planning Module Research Questions

1. Why me?

2. What are the Design Specs?

3. How do I “Think inside the box?”

4. What does planning look like?

5. How does this really work?

6. What are the Gems of Wisdom?

Additional ReadingsPlanning and Measuring Your Organization of the Future,

Sink and Tuttle, 1989, IE Management Press, Norcross GA.

Essentials of Strategic Management, Hunger and Wheelen, Prentice Hall, 2007, ISBN-10:0131485237, ISBN-13:9780131485235